◆Acquire intelligence and take preventive measures
At a certain trade fair, our foreign trade department negotiated export business with a merchant. In the first round of negotiations, the merchants used various tricks to get our bottom line, listed out-of-date prices, and deliberately lowered the quantity of goods purchased. We immediately suspended the negotiations and collected relevant intelligence. We learned that a similar manufacturer in Japan had a major accident and stopped production. We also learned that the product may have new uses. After carefully analyzing this information, negotiations continued. We have better information and can take precautions beforehand and tell the other party: Our supply is small; the demand for our products is great; Japanese manufacturers cannot supply. The other party immediately realized how little we knew about the background of this transaction and resigned. After some small negotiations, they obeyed, accepted our price, and purchased a large amount of the product.
▲Comments: In business negotiations, eloquence is important, but the most essential and core thing is the understanding of the negotiation, and this kind of understanding is often based on the understanding of the background of the negotiation.
◆Create false information and make false claims in the east and attack in the west
A certain factory wants to introduce a radio production line from Japanese company A, and the two parties negotiate during the introduction process. After the negotiations began, the Japanese company insisted on pricing according to the price it had sold to a certain factory in the past and refused to give in. The negotiations reached a deadlock. In order to take the initiative, we began to frequently contact Japanese Company B to negotiate the same project, and intended to disseminate this information. At the same time, we passed the price information to Company A through relevant personnel. Company A believed it and did not want to lose the deal. Hurry up and accept the price we propose. This price is 26 lower than the price introduced by other manufacturers in the past.
▲Comment: When a road fails, you should often explore another method. In this case, we used dissemination of false information to gain the initiative and win.
◆ Grasp environmental information, stop with silence, and watch the changes
In June 1987, the director of Jinan No. 1 Machine Tool Factory conducted a sales promotion with the American Kalman Company in Los Angeles, USA. Negotiation of machine tools. The two sides have reached a stalemate in the price negotiation. This is the information we have obtained: the contract originally signed by Kalman Company with Taiwanese businessmen cannot be realized because the US policy of increasing tariffs on Japan, South Korea and Taiwan has delayed Taiwanese businessmen. Reluctant to ship. And Kalman Company signed a supply contract with its own customer. The other party wanted the goods urgently, and Kalman Company fell into a passive situation. Based on this information, we responded calmly in the subsequent negotiations. Kalman Company finally lost its composure and purchased 150 Chinese machine tools in the order contract.
▲In negotiations, you must not only pay attention to your own relevant intelligence, but also pay attention to the opponent's environmental intelligence. Only by knowing yourself, the enemy and the situation can you win.
◆ Accumulate and make progress - raising troops for a thousand days, using them for a while
In the 1980s, the level of optical cold processing in our country was low. In order to change this situation, the country decided to introduce the Federal German technology to Nanjing Instrument Machinery Factory Optical processing equipment from LOH Optical Machine Tools. The Science and Technology Information Office of Nanjing Instrument Machinery Factory immediately conducted an intelligence analysis on Lao Company's production technology. When negotiating with Labor Company, Labor Company proposed to transfer 24 product technologies to us. We had previously conducted research on Labor Company’s product technologies and selected 13 products from the 24 products for introduction, because these 13 products The product technology is enough to form an advanced and complete production line. At the same time, we also proposed reasonable prices based on our knowledge of international market intelligence. In this way, our country not only purchased advanced equipment but also saved a lot of foreign exchange. Afterwards, R. Kruger, the chairman of Lao Company, praised: "This business negotiation of yours not only saved you money, but also took out the heart of our company."
▲In normal times Pay attention to the collection and processing of intelligence, and you will often be able to negotiate with ease and achieve success
◆ Obtain useful information and correctly determine the value
In 1982, the Third Printing and Dyeing Factory of Shijiazhuang City prepared to negotiate with The Federal German Carver Company conducts a 15-year cooperative production in the form of compensation trade, stipulating that foreign parties provide the production technology and key equipment of the adhesive interlining.
The process is covered by numerous patents. The party involved in the initial negotiation required us to pay patent transfer fees and trademark fees of ***2.4 million marks. Our factory director immediately sent someone to conduct a patent information investigation on these patents. The investigation found that the validity period of the patent for the main technology - "double-point coating process" will expire in 1989. In the second round of negotiations, we presented this evidence and requested a reduction in the transfer fee. The foreign businessman had no choice but to reduce the transfer fee to 130 marks.
▲Comment: In the introduction of technology in our country, huge investments are often made for some low-value technologies. In the negotiation of technology transfer, we often cannot argue with reason. If we have more reasonable knowledge before negotiation, Intelligence, maybe the results would be completely different.
◆Grasp historical information and force out bargaining cards
When a Chinese factory negotiated an equipment purchase deal with a U.S. company, the U.S. company quoted US$2.18 million. We disagreed and the U.S. lowered the price. to US$1.28 million, we still disagree. The United States pretended to be angry and threatened to reduce the price by another $100,000, and would return to China if the $1.18 million was not completed. Because our negotiators have historical information about U.S. business transactions, they are not swayed by the U.S. threats and insist on lowering prices. The next day, we were not surprised when the American businessman returned to China. Sure enough, a few days later the US representatives returned to China to continue negotiations. Our representative showed the intelligence obtained abroad - the United States sold the same equipment to an Israeli businessman in Hungary for US$980,000 two years ago. After the intelligence was presented, the United States lowered the price to a reasonable level after some excuses such as rising prices.
▲Comment: In a sense, the price competition in negotiations is also an intelligence competition. If you grasp the opponent’s precise intelligence, you can win in the price competition in negotiations